Questões

The Operations Function

Although somewhat ‘invisible’ to the marketplace the operations function in a typical company accounts for well over half the employment and well over half the physical assets. That, in itself, makes the operations function important. In a company’s organization chart, operations often enjoys parity with the other major business functions: marketing, sales, product engineering, finance control (accounting), and human resources (personnel, labor relations). Sometimes, the operations function is organized as a single entity which stretches out across the entire company, but more often it is embedded in the district, typically product-defined divisions into which most major companies are organized.

In many service businesses, the operations function is typically more visible. Service businesses are often organized into many branches, often with geographic responsibilities – field offices, retail outlets. In such tiers of the organization, operations are paramount.

The operations function itself is, often divided 

.................two major groupings .................tasks:

line management and support services. Line management generally refers.................those managers directly concerned................the manufacture of the product or the delivery of the service. They are the ones who are typically close enough to the product or service that they can ‘touch’ it. Line management supervises the hourly, blue-collar workforce. In a manufacturing company, line management frequently extends to the stockroom (where material, parts, and semi-finished products – termed ‘work-in-process inventory – are stored), materials handling, the tool room, maintenance, the warehouse (where finished goods are stored), and distribution, as well as the so-called ‘factory floor’. In a service operation, what is considered line management can broaden considerably. Often, order-taking roles, in addition to orderfilling roles, are supervised by service line managers.

Support services for line management’s operations can be numerous. Within a manufacturing environment, support services carry titles such as quality control, production planning and scheduling, purchasing, inventory control, production control (which determines the status of jobs in the factory and what to do about jobs that may have fallen behind schedule), industrial engineering (which is work methods oriented), manufacturing engineering (which is hardware-oriented), on-going product engineering, and field service. In a service environment, some of the same roles are played but sometimes under vastly different names.

Thus, the managers for whom operational issues are central can hold a variety of titles. In manufacturing, the titles can range from vice-president – manufacturing, works manager, plant manager, and similar titles at the top of the hierarchy, through such titles as manufacturing or production manager, general superintendent, department manager, materials manager, director of quality control, and down to general foreman or foreman. Within service businesses, ‘operations manager’ is sometimes used but frequently the title is more general – business manager, branch manager, retail manager, and so on.

SCHMENNER, Roger W. Production/Operations Management. 5th Edition. Prentice-Hall, 1993.

The Operations Function

Although somewhat ‘invisible’ to the marketplace the operations function in a typical company accounts for well over half the employment and well over half the physical assets. That, in itself, makes the operations function important. In a company’s organization chart, operations often enjoys parity with the other major business functions: marketing, sales, product engineering, finance control (accounting), and human resources (personnel, labor relations). Sometimes, the operations function is organized as a single entity which stretches out across the entire company, but more often it is embedded in the district, typically product-defined divisions into which most major companies are organized.

In many service businesses, the operations function is typically more visible. Service businesses are often organized into many branches, often with geographic responsibilities – field offices, retail outlets. In such tiers of the organization, operations are paramount.

The operations function itself is, often divided 

.................two major groupings .................tasks:

line management and support services. Line management generally refers.................those managers directly concerned................the manufacture of the product or the delivery of the service. They are the ones who are typically close enough to the product or service that they can ‘touch’ it. Line management supervises the hourly, blue-collar workforce. In a manufacturing company, line management frequently extends to the stockroom (where material, parts, and semi-finished products – termed ‘work-in-process inventory – are stored), materials handling, the tool room, maintenance, the warehouse (where finished goods are stored), and distribution, as well as the so-called ‘factory floor’. In a service operation, what is considered line management can broaden considerably. Often, order-taking roles, in addition to orderfilling roles, are supervised by service line managers.

Support services for line management’s operations can be numerous. Within a manufacturing environment, support services carry titles such as quality control, production planning and scheduling, purchasing, inventory control, production control (which determines the status of jobs in the factory and what to do about jobs that may have fallen behind schedule), industrial engineering (which is work methods oriented), manufacturing engineering (which is hardware-oriented), on-going product engineering, and field service. In a service environment, some of the same roles are played but sometimes under vastly different names.

Thus, the managers for whom operational issues are central can hold a variety of titles. In manufacturing, the titles can range from vice-president – manufacturing, works manager, plant manager, and similar titles at the top of the hierarchy, through such titles as manufacturing or production manager, general superintendent, department manager, materials manager, director of quality control, and down to general foreman or foreman. Within service businesses, ‘operations manager’ is sometimes used but frequently the title is more general – business manager, branch manager, retail manager, and so on.

SCHMENNER, Roger W. Production/Operations Management. 5th Edition. Prentice-Hall, 1993.

Texto 4

Falares dos sete mares 

As línguas são produto social e histórico, porque resultam de um saber compartilhado pelos membros de determinada comunidade e, ao mesmo tempo, porque se trata de um conhecimento acumulado no eixo do tempo. Existem diversas perspectivas sob as quais as línguas podem ser analisadas; contudo, a variação linguística dificilmente pode ser dissociada das correlações histórico-sociais. Variações podem ocorrer no interior de uma língua tanto ao longo do tempo quanto no espaço territorial.

Existem formas diferentes e excludentes de as comunidades e os Estados enfrentarem as variações linguísticas. A política linguística de um país pode encarar as diferenças como um valor positivo a ser preservado, ou pode, de maneira totalitária, buscar a extirpação de línguas minoritárias e de variedades regionais. A chamada padronização de línguas nacionais pode resultar no esmagamento de variantes, mas também pode gerar forte resistência cultural. 

Num mundo em que a pressão econômica e a urbanização tendem a transformar a uniformidade em valor positivo, cada vez mais existe o perigo de milhares de línguas minoritárias desaparecerem em menos de um século. Mas as variações linguísticas não devem desaparecer, porque em qualquer grupo sociolinguístico e cultural elas se fazem presentes tanto no plano espacial quanto no social. Em outros termos: falantes de lugares diferentes fazem uso ligeira ou profundamente diferente da mesma língua, e grupos sociais distintos também. Uma das questões centrais reside no fato de como as políticas linguísticas dos Estados modernos encaram a diversidade linguística, qual é o poder de coesão de grupo de falantes de certas variedades e qual é o grau de assimilação ou de resistência cultural a que estão dispostos a submeter-se.

JOVANOVIC, A. Falares dos sete mares. Discutindo Língua Portuguesa [especial], p. 52-54, ano 1, nº 1.) [Adaptado]

The Operations Function

Although somewhat ‘invisible’ to the marketplace the operations function in a typical company accounts for well over half the employment and well over half the physical assets. That, in itself, makes the operations function important. In a company’s organization chart, operations often enjoys parity with the other major business functions: marketing, sales, product engineering, finance control (accounting), and human resources (personnel, labor relations). Sometimes, the operations function is organized as a single entity which stretches out across the entire company, but more often it is embedded in the district, typically product-defined divisions into which most major companies are organized.

In many service businesses, the operations function is typically more visible. Service businesses are often organized into many branches, often with geographic responsibilities – field offices, retail outlets. In such tiers of the organization, operations are paramount.

The operations function itself is, often divided 

.................two major groupings .................tasks:

line management and support services. Line management generally refers.................those managers directly concerned................the manufacture of the product or the delivery of the service. They are the ones who are typically close enough to the product or service that they can ‘touch’ it. Line management supervises the hourly, blue-collar workforce. In a manufacturing company, line management frequently extends to the stockroom (where material, parts, and semi-finished products – termed ‘work-in-process inventory – are stored), materials handling, the tool room, maintenance, the warehouse (where finished goods are stored), and distribution, as well as the so-called ‘factory floor’. In a service operation, what is considered line management can broaden considerably. Often, order-taking roles, in addition to orderfilling roles, are supervised by service line managers.

Support services for line management’s operations can be numerous. Within a manufacturing environment, support services carry titles such as quality control, production planning and scheduling, purchasing, inventory control, production control (which determines the status of jobs in the factory and what to do about jobs that may have fallen behind schedule), industrial engineering (which is work methods oriented), manufacturing engineering (which is hardware-oriented), on-going product engineering, and field service. In a service environment, some of the same roles are played but sometimes under vastly different names.

Thus, the managers for whom operational issues are central can hold a variety of titles. In manufacturing, the titles can range from vice-president – manufacturing, works manager, plant manager, and similar titles at the top of the hierarchy, through such titles as manufacturing or production manager, general superintendent, department manager, materials manager, director of quality control, and down to general foreman or foreman. Within service businesses, ‘operations manager’ is sometimes used but frequently the title is more general – business manager, branch manager, retail manager, and so on.

SCHMENNER, Roger W. Production/Operations Management. 5th Edition. Prentice-Hall, 1993.

In principio erat verbum

No princípio era o mito. Depois surge a ficção. Mais tarde ainda aparece a ciência. À medida que esta vai ganhando especificidade, separa-se tanto do mito quanto da ficção. Começa a combatê-los. É o princípio da realidade em luta contra o do imaginário. No final do século XIX, havia uma crença absoluta na ciência, a certeza de que erradicaria os mitos do mundo; de que faria triunfar o princípio da realidade, afastando os erros e as superstições, associados ao mito; de que o estado positivo deixaria nas brumas da História os estados teológico e metafísico. Hoje, depois de os mitos terem sido declarados mortos, estão bastante vivos. Nos subterrâneos, nutrem a ficção, a utopia e a ciência.

Não se trata aqui de, em nome de um irracionalismo muito em voga mesmo na Universidade, criticar a ciência, desmoralizá-la, descrer dela, mas tão somente de reconhecer que a literatura, lugar por excelência de expressão dos mitos na modernidade, é uma forma tão boa de conhecimento quanto a ciência. Não se quer fazer apologia do pensamento mítico, cuja principal característica, segundo Lotman, é ser incompatível com a metáfora (1981: 141). Com efeito, para um cristão, por exemplo, é uma blasfêmia dizer que o pão e o vinho simbolizam o corpo de Cristo, pois, para ele, eles o são verdadeiramente. O que se pretende é mostrar que o mito, extraído do meio em que ele é, constitui uma explicação do homem para aquilo que é inexplicável, o que significa que é uma súmula do conhecimento de cada cultura a respeito das grandes questões com que o ser humano sempre se debateu. Isso possibilita duas leituras do mito: uma temática, realizada pela ciência, e uma figurativa, feita pela arte. Dessa forma, o mito irriga o pensamento científico e a realização artística, ele continua a alimentar todas as formas de apreender a realidade.

Mas por que a permanência do mito como algo em que se crê e que dispensa a mediação da ciência e da arte? Explicitemos melhor uma ideia exposta no parágrafo anterior. O mito é uma explicação das origens do homem, do mundo, da linguagem; explica o sentido da vida, a morte, a dor, a condição humana. Vive porque responde à angústia do desconhecido, do inexplicável; dá sentido àquilo que não tem sentido. Enquanto a ciência não puder explicar a origem das coisas e o seu sentido, haverá lugar para o pensamento mítico. Será que esse ideal se tornará realidade um dia? Dificilmente. Como se dará conta dos novos anseios, dos novos desejos do ser humano? Precisamos das utopias, que, sendo uma espécie de mito pré-construído, têm a função de organizar e de orientar o futuro.

FIORIN, J. L. As astúcias da enunciação: as categorias de pessoa, espaço e tempo. São Paulo: Ática, 1996, p. 9-10. 

Texto 4

A misteriosa afinidade entre a mulher e os felinos

Volta a ressuscitar a discussão sobre a preferência das mulheres pelos felinos, enquanto os homens escolheriam os cachorros. Os gatos, além disso, se entenderiam melhor com as mulheres, e os cães, com os varões. Ignoro se alguns experimentos universitários realizados sobre o tema possuem valor científico. Há quem, para explicar isso, recorra ao fato de, desde tempos remotos, os cães terem sido usados pelos homens para a caça, com os gatos ficando em casa, perto da mulher.

O que é certo é que há mais de 5.000 anos nenhum outro animal foi tão divinizado e associado ao mistério e à mulher quanto o gato. Ainda hoje se discute em psicologia a simbologia do gato associado à mulher. Seguimos nos perguntando por que os gatos são relacionados à independência, e os cachorros, à submissão. Isso tornaria os cães sempre amados, e os gatos há séculos seriam divinizados, mas também execrados e amaldiçoados.

Como a mulher?

Nenhum animal teve uma trajetória tão tortuosa em seus simbolismos, medos e atração quanto o felino. No Egito fazia parte da divindade, personalizada na figura da egípcia Bastet, a deusa gata mulher, que protegia a felicidade das pessoas. Na Índia simbolizava a sabedoria, com a gata sendo a deusa sábia, rainha da fertilidade. A Igreja, mais tarde, satanizou os felinos ao mesmo tempo em que apresentou a mulher como obstáculo à virtude e mais facilmente possuída pelo demônio que os homens. Nos séculos sombrios da Idade Média os gatos, por influência da Igreja, passaram a ser o símbolo do demoníaco e da maldade. Foram perseguidos, esfolados vivos, queimados nas fogueiras, junto com as mulheres. Hoje o papa Francisco faz diversas declarações a favor dos gatos: “São os animais mais inteligentes. Sempre gostei deles e conversava com eles”, disse a um jornalista francês que lhe perguntou se ele também considerava os gatos como demônios.

Os gatos são difíceis de entender. É preciso saber interpretá-los. Escondem uma parte de seu mistério ancestral. E um bocado de seu instinto selvagem. Como a mulher? Entendem nossa linguagem? Minha gata Nana, sim. Posso dizer isso porque tenho minha mulher de testemunha. A gata, de rua, tem o costume de se aboletar nas minhas pernas quando leio ou assisto TV. Durante alguns dias preferiu dormir numa poltrona a alguns metros de distância. Numa destas noites, enquanto Nana dormia profundamente, disse à minha mulher: “Que estranho a Nana não vir mais ficar comigo!”. Não se passou um segundo. Abriu os olhos, olhou pra mim, deu um salto e veio se acomodar nas minhas pernas. Minha mulher não conseguiu acreditar. Os gatos são assim. É inútil querermos entendê-los muito. Como a mulher?

ARIAS, Juan. Disponível em:<http://brasil.elpais.com/

brasil/2016/11/21/opinion/1479727737_894045.html>

A Brief and Simplified Description of Papermaking

The paper we use today is created from individual wood fibers that are first suspended in water and then pressed and dried into sheets. The process of converting the wood to a suspension of wood fibers in water is known as pulp making, while the manufacture of the dried and pressed sheets of paper is formally termed papermaking. The process of making paper has undergone a steady evolution, and larger and more sophisticated equipment and better technology continue to improve it.

The Wood yard and Wood rooms

The process at Androscogging began with receiving wood in the form of chips or of logs 4 or 8 feet in length. From 6 AM to 10 PM a steady stream of trucks and railroad cars were weighted and unloaded. About 40 percent were suplied by independents who were paid by weight their logs. The mill also received wood chips from lumber mills in the area. The chips and logs were stored in mammoth piles with separate piles for wood of different species (such as pine, spruce, hemlock).

When needed, logs were floated in flumes......(1).....the wood yard.....(2).....one of the mill’s three wood rooms. There, bark was rubbed......(3)........in long, ribbed debarking drums by tumbling the logs against one another. The logs then fell into a chipper;......(4)......seconds a large log was reduced to a pile of chips approximately 1 inch by 1 inch by 1/4 inch.

The chips were stored in silos. There were separate silos for softwoods (spruce, fir, hemlock, and pine) and hardwoods (maple, oak, beech, and birch). This separate and temporary storage of chips permitted the controlled mixing of chips into the precise recipe for the grade of paper being produced.

The wood chips were then sorted through large, flat vibrating screens. Oversized chips were rechipped, and ones that were too small were collected for burning in the power house. (The mill provided approximately 20 percent of all its own steam and electricity needs from burning waste. An additional 50 percent of total electricity needs was produced by harnessing the river for hydroelectric power.)

Once drawn from the silo into the digesters, there was no stopping the flow of chips into paper. 

Pulpmaking

The pulp made at Androscoggin was of two types: Kraft pulp (produced chemically) and ground wood pulp (produced mechanically). Kraft pulp was far more important to the high quality white papers produced at Androscoggin, accounting for 80 percent of all the pulp used. Kraft pulp makes strong paper. (Kraft is German for strength. A German invented the Kraft pulp process in 1884.) A paper’s strength generally comes from the overlap and binding of long fibers of softwood; only chemically was it initially possible to separate long wood fibers for suspension in water. Hardwood fibers are generally smaller and thinner and help smooth the paper and make it less porous.

The ground wood pulping process was simpler and less expensive than the Kraft process. It took high quality spruce and fir logs and pressed them continuously against a revolving stone that broke apart the wood’s fibers. The fibers, however, were smaller than those produced by the Kraft process and, although used to make newsprint, were useful at Androscoggin in providing “fill” for the coated publication gloss papers of machines 2 and 3, as will be described later.

^(A)The chemical Kraft process worked by dissolving the lignin that bonds wood fibers together. ^(B) It did this in a tall pressure cooker, called a digester, by “cooking” the chips in a solution of caustic soda (NaOH) and sodium sulfide (Na²S), which was termed the “white liquor.” ^(C)The two digesters at Androscoggin were continuous digesters; chips and liquor went into the top, were cooked together as they slowly settled down to the bottom, and were drawn off the bottom after about three hours. ^(D) By this time, the white liquor had changed chemically to “black liquor’’; the digested chips were then separated from this black liquor. ^(E)

In what was known as the “cold blow” process, the hot, pressurized chips were gradually cooled and depressurized. A “cold liquor’’ (170°F) was introduced to the bottom of the digester and served both to cool and to transport the digested chips to a diffusion washer that washed and depressurized the chips. Because so much of the lignin bonding the fibers together had been removed, the wood fiber in the chips literally fell apart at this stage.

The black liquor from the digester entered a separate four-step recovery process. Over 95 percent of the black liquor could be reconstituted as white liquor, thereby saving on chemical costs and significantly lowering pollution. The four-step process involved (1) washing the black liquor from the cooked fiber to produce weak black liquor, (2) evaporating the weak black liquor to a thicker consistency, (3) combustion of this heavy black liquor with sodium sulfate (Na₂SO₄ ), and redissolving the smelt, yielding a “green liquor” (sodium carbonate + sodium sulfide), and (4) adding lime, which reacted with the green liquor to produce white liquor. The last step was known as causticization.

Meanwhile, the wood-fiber pulp was purged of impurities like bark and dirt by mechanical screening and by spinning the mixture in centrifugal cleaners. The pulp was then concentrated by removing water from it so that it could be stored and bleached more economically.

By this time, depending on the type of pulp being made, it had been between 3 1/2 and 5 hours since the chips had entered the pulp mill. 

All the Kraft pulp was then bleached. Bleaching took between 5 and 6 hours. It consisted of a three-step process in which (1) a mix of chlorine (Cl₂ ) and chlorine dioxide (CIO₂ ) was introduced to the pulp and the pulp was washed; (2) a patented mix of sodium hydroxide (NaOH), liquid oxygen, and hydrogen peroxide (H₂ O₂ ) was then added to the pulp and the pulp was again washed; and (3) chlorine dioxide (ClO₂ ) was introduced and the pulp washed a final time. The result was like fluffy cream of wheat. By this time the pulp was nearly ready to be made into paper.

From the bleachery, the stock of pulp was held for a short time in storage (a maximum of 16 hours) and then proceeded through a series of blending operations that permitted a string of additives (for example, filler clay, resins, brighteners, alum, dyes) to be mixed into the pulp according to the recipe for the paper grade being produced. Here, too, “broke” (paper wastes from the mill itself) was recycled into the pulp. The pulp was then once again cleaned and blended into an even consistency before moving to the papermaking machine itself.

It made a difference whether the broke was of coated or uncoated paper, and whether it was white or colored. White, uncoated paper could be recycled immediately. Colored, uncoated paper had to be rebleached. Coated papers, because of the clays in them, could not be reclaimed.

The Pros and Cons of Nuclear Power

Since the disaster at the Fukushima nuclear power plant in Japan in 2011, a debate has been raging (1) the future of atomic energy. Consequently, the safety risks have been well publicized in the global media. But do the risks outweigh the damage that could be done to the planet because of our ongoing addiction to fossil fuels?

Even environmentalists don’t have the answer. They are split over nuclear (2) , and its pros and cons. Some say it is neither safe nor economical because it produces potentially (3) radioactive waste, and reactors are so costly to build. However, others believe nuclear energy is a necessary evil. They say we should continue using it until (4) energy sources, like wind turbines and solar panels, can meet global demand. Supporters also argue that nuclear energy helps cut down on carbon emissions from fossil fuels such as coal and natural gas, which are linked to global warming and pollute the environment. They say this is because nuclear reactors produce a tiny fraction of the carbon dioxide generated by burning coal.

But perhaps the biggest hurdle for atomic energy to overcome is its image problem. Despite industry claims of a strong safety record, critics remain unconvinced because each reactor annually produces up to 30 tons of nuclear waste, which can continue to be radioactive and hazardous for thousands of years. Furthermore, the Chernobyl disaster in 1986 left the public with vivid images of the impact of a nuclear meltdown, including deformed babies, mutated vegetables, and abandoned towns.

While nuclear reactors may continue to be installed in some countries for decades to come, after Fukushima others have decided to rethink their energy policies. For example, the German government has revealed plans for a “green” renewable energy plan, even though it has relied on nuclear power for up to 23 percent of its consumption in the past. It has been announced that all seventeen nuclear power plants would be phased out by 2022. The policy will also promote energy-saving measures encouraging people to insulate their homes, recycle, and reduce waste. Experts argue it could be a risky strategy because Germany doesn’t have natural gas or oil supplies, and coal supplies have been depleted.

Meanwhile, in Brazil, there is just one nuclear plant at Angra dos Reis. Nuclear power represents only three per cent of Brazil’s energy production. After sharp oil price rises in the 1970s, the country’s leaders anticipated future energy supply problems. So they concentrated on developing alternative energy sources including biofuel, hydroelectric schemes, and wind power. 

This approach seems to be working because by May 2012 plans to build more nuclear reactors were shelved by Brazilian officials. The move was welcomed by environmental lobby groups, which had feared a potential ecological catastrophe in case of an accident. If a big country like Brazil, which is the tenth largest energy consumer in the world, can survive and improve its economy without much nuclear power, maybe others can do so, too.